MEETING OF THE EPCM AND SMS STEERING COMMITTEESWITH NATIONAL DEPARTMENTS

AND PROVINCIAL ADMINISTRATIONS

11 and 12 June 2009

• Background• Review Process• SMS Assessment Battery• Why competency assessments?• New Service providers• Developments at the dpsa• Reporting Format• Discussion

OVERVIEW

The shift from pure managerial competencies to include also leadership competencies has been enforced by the global leadership trends and the demands for visionary and innovative leadership from public servants who can drive major strategic initiatives and position the country to win in a highly-changing environment. It is therefore expected from public service managers to rise to the leadership challenge perhaps more than it would be expected from private sector leaders.

BACKGROUND

•Competencies are not the tasks of the job they are what enable people to do the tasks and they can be measured.•Skills, knowledge and personal attributes which enable the person to do the job.•Underlying characteristics which enable someone to perform a job better in more situations, more often, with better results.•Those factors that distinguish the best from the rest in a given role.•Deep seated or easily observed qualities of people (motivation, traits, etc)

BACKGROUND

The review of 2001 competency framework was developed using the following steps:

•This review was used to identify areas of change in management since the establishment of the SMS initiative in 2001 and how they describe SMS members and their roles.

•This led to streamlining the competencies and collapsing them into 5 core competencies which each have three dimensions and 5 process competencies. It was felt that the process competencies cut across and form an essential part of the core competencies.

REVIEW PROCESS

• The MMS and the SMS Competency Frameworks have been merged, therefore there are now clearly defined behavioural indicators for 6 performer levels . ( chapter 3 of new Leadership and Management competency framework)

• New batteries for each performer level grouping have been developed. (ASD&DD); (D&CD); (DDG&DG). The validation study will inform the final exercises.

• There are 4 proficiency levels that underpin the difference between non and effective performance within a performer level.

• Within each function, dimensions of competence have been identified that would eventually become the units or modules of training for each competency.

REVIEW PROCESS cont.

• The framework now clearly describes leadership and managerial competencies to ensure that SMS members have a balance of both in their profile.

• The Cognitive Process Profile (CPP) has been added to the suite of competency assessment battery to also bring a balance between the leadership and cognitive processes.

• To yield a better outlook of the candidate, the assessment centre is made up of the following for development:– Assessment Exercises– CPP – OPP (Development)– COPAS (Recruitment)

• It is intended that this suite will be subject to incremental changes using feedback collected from new and existing users of the competency framework and battery.

• The LMC, is part of the LDMS framework under the pillar Development Assessment Centre.

REVIEW PROCESS cont.

• The objectives of the revised competency framework are to:

• Streamline the management competencies and provide the users with a thorough understanding of the leadership function and identify the skills and attributes needed to be a successful leader.

• Understand the issues and challenges of anticipating, analysing, managing and implementing change processes.

• Understand the issues and challenges of enhancing performance at the individual, team and organisationlevels.

• Understand how to develop new policies and to plan and lead the implementation of these within the organization.

• Review the essential skill sets leaders require to foster positive cooperation and coordination in their organization.

REVIEW PROCESS cont.

The SMS battery consist of a simulation of the following exercises and instruments:

• Programme and Project Exercise– takes the form of a project to be managed through a problem statement.

• Planning exercise– takes the form of a strategic analysis of an organisation considering service delivery innovation.

• Reporting and Role Play Exercise – Also measures managerial skills at a strategic level.

• OPP – personality inventory measuring 9 different personality dimensions.

• CPP - The CPP is a computerized assessment instrument which measures thinking processes and styles – linking these to everyday cognitive functioning(This instrument is proposed for inclusion in the refined battery)

• COPAS – Written Numerical cognitive measure that determines potential at current level and determines needs at next work level

SMS ASSESSMENT BATTERY

Assessment Exercises

CPP Development

OPP

COPASRecruitmentCognition

NEW ASSESSMENT PROCESS

Personality

Generic Leadership& Managerialcompetencies

Cognition

CONSULTATION REDRESS

STRATEGIC PLANNING,GOVERNANCE& MANAGEMENT FRAMEWORKS

LEADERSHIP AND MANAGEMENT COMPETENCIES AND THE DIMENSIONS TO BE MEASURED FOR HIGH PERFORMANCE AND ENHANCED SERVICE DELIVERY

LEADING PEOPLE, STRATEGY & TASK EXECUTION MGT

ANNUAL PERFORMANCEREPORTING

STRATEGIC CAPABILITY AND

LEADERSHIP

EHW AND DIVERSITY MANAGEMENT

EMPLOYEE RELATIONSMANAGEMENT

PROJECT/PROGRAMME PERFORMANCEREPORTING

PROJECT/PROGRAMMEEXECUTION

PROJECT/PROJECTPLANNING

CHANGE RESULTS, IMPACTMONITORING & EVALUATION

FINANCIALPLANNING &PFMA, MTEF, MTSF

CORE COMPETENCIES

PROVIDING INFORMATION

OPENNES

AND TRANSPARENCY

VALUE FOR MONEY

SETTING SERVICE STANDAR

DS

CORE PRINCIPLES (8 BATHO PELE PRINCIPLES)

LEGISLATIVE FRAMEWORK AS A FOUNDATION

A VISION FOR SMSA highly competent, dedicated, responsive and

productive leadership cadre of the Public Service

FINANCIALBUDGETING & EXECUTION

CHANGE VISION,CHANGE PLANNING & STRATEGY

PROCESS IMPROVEMENTORG DESIGNSPOLICY CHANGE &EXECUTION

FINANCIALREPORTING(In-Year MonitoringAG Report)

HR PLANNING; MANAGEMENT & DEVELOPMENT

ENSURING

COURTESYINCREASING ACCESS

SERVICE DELIVERY INNOVATION

COMMUNICATION

KNOWLEDGE MANAGEMENT

PROBLEM SOLVING & ANALYSIS

PEOPLE MANAGEMENT

AND EMPOWERMENT

PROJECT & PROGRAMME MANAGEMENT

FINANCIAL MANAGEMENT

CHANGE MANAGEMENT

TECHNICAL AND PROFESSIONAL

SKILLS

BUSINESS PROCESS DELIVERY LOOPS

SUBJECT MATTER SPECIALISATION

BEST PRACTICE

CORE COMPETENCIES

• The framework portrays the skills a manager requires for job success.

• The dimensions portrays the (training) modules within a competency.

• The 5 core SMS competencies with 3 specific dimensions against which each core competency is measured. (WHAT)

• There are 5 transversal/process competencies including the Batho Pele Principles demonstrates . (HOW)

WHY COMPETENCY ASSESSMENTS?•Competence is one of the hot topics regarding human resources in todays industry and is fast becoming an adequate predictor of performance and training and development. • It aids the recruitment process, the development aspect of an individual and it helps provide scientific evidence to inform development in relation to performance management. •Burn and Payment (2000:3) state that assessments are perfect tools for engaging people quickly and for beginning the performance improvement process.•Cooper (2000:8) indicates that competency should play a role as the employee moves through the organization in a cyclical fashion from position to position. •This links to the new concept of the leadership pipeline as derived from Drotter et al. (2001) where specific levels of management plays specific roles in the organization. •In the same respect the level of skill and competence is expected to be expanded from level to level.•There are various competency based HR applications.

RECRUITMENT

SELECTION

DEVELOPMENT

TRAINING

PERFORMANCE MANAGEMENT

PROMOTION

Development and Training•Competency assessments aid in identifying skills gaps in organizations and this realizes a scientific approach to determining the skill level of the organization by assessment of it’s individuals. Competency assessments aid both training and development and create an informative platform for organizations.

WHY COMPETENCY ASSESSMENTS CONT..

Performance Management•Competencies can inform performance processes and reviews as it enables an organization to establish levels of performance, identify needs for performance improvement and identify development potential for succession.•It should however be noted that performance management measures both results and what is required to improve results. While competencies are assumed to drive performance, they are not an equivalent or substitute for performance.

WHY COMPETENCY ASSESSMENTS CONT…

•

COMMONALITIES BETWEEN THE PMDS AND COMPETENCY ASSESSMENT

Provides information regarding training and development through PDP

Provides information regarding training and development through PDP.

Assesses Batho Pele Principles

Assesses Batho Pele Principles

Assesses CMCsAssesses CMCs

PMDSCompetency Assessments

• 1 day process (COPAS included -Recruitment)

• 2 day process (includes CPP-Development)

• Identify developmental gaps for recruitment and development.

• Proficiency levels with clearly defined behavioural indicators at 6 performer levels.

• Site visits have been initiated to ensure standards of venues where assessments are conducted by Service Providers are of a high quality.

COMPETENCY ASSESSMENT PROCESS

1. Deloitte and Touche2. Jobvest3. Landelahni4. Leadtrain5. Mogoma Research and Development6. Moruo-Bathong Investments7. Seabi Consulting8. Triple M9. Work Dynamics

NEW SERVICE PROVIDERS

1. MANAGERIAL REPORT2. PERSONAL DEVELOPMENT PLAN

REPORTING FORMAT

•The validation study•Submitting of results to Cabinet•Amendments to the protocol document

DEVELOPMENTS AT THE DPSA